Levering the WHY to Achieve Exemplary Engagement. Eric A Hanna CA, MBA, CHE, FACHE President and CEO

Transcription

1 Levering the WHY to Achieve Exemplary Engagement Eric A Hanna CA, MBA, CHE, FACHE President and CEO

2 Arnprior Regional Health One Corporation Serving 30, Hospital 30 Acute and 14 A&R 18,000 ER visits 4,000 Same Day Surgery 2. Long Term Care Facility 59 Basic LTC Beds 1 Interim LTC Bed 1 Respite Care 3. Community Services 20 - Adult Day Program 20 - Assisted Living Services 30 - Meals on Wheels 32 - Health Links 4. Primary Health Care Centre FHT 12 Family Doctors Private Lab Private Physio

3 Four years of results

4 Vision, Mission and Values Vision Statement To be recognized for exemplary care making your health our priority. Mission Statement Achieving excellence through working partnerships, we deliver responsible, quality healthcare each day. Values HART Honesty Accountability Respect Teamwork 4

5 My Why

6 July

7 My Nephew 7

8 Change was once episodic, now change is constant.

9 How many remember this?

10 Is this more familiar?

11 Over the next 5 years, the external healthcare market in your organization's area will be: Very Very Easy Normal Difficult Easy Difficult Total Prediction 2010 Sr Management 0% 0% 0% 33% 67% 100% Prediction 2010 Leadership 0% 9% 18% 45% 27% 100% Very Very Easy Normal Difficult Easy Difficult Total Prediction 2015 Sr Management 0% 0% 0% 80% 20% 100% Prediction 2015 Leadership 0% 0% 42% 42% 17% 100%

12 Types of Change Logical Optional 10% 80% Easy Win and Immediate Benefit Convince me Why Use of seat belts Put on snow tires Mandatory 10% You must change. It will no longer work. Foot on the brake to put the car in gear

13 External Resources for Change Management

14 Explain the WHY first.

15 We use the why When changing a behavior, to help to reduce the anxiety. Drive consistency in behavior. Understand the value of doing the right thing. Build a culture of accountability. Override the personal preference.

16 WHY Vision Mission Values (Strategic Plan) WHAT Metrics and Outcomes HOW Practices and Tactics 16

17 So don t start off with the Tactic!! Why Tactic How Tactic 17

18 Why in Staff Engagement WHY Vision Mission Values (Strategic Plan) WHAT Metrics and Outcomes HOW Practices and Tactics 18

19 The Why in Staff Engagement Vision Mission Values Honesty Accountability Respect Teamwork Strategic Plan 19

20 Staff Engagement Results 20

21 Why Staff Connecting to the Mission Every Day I Help People Get, Stay and Live Well Walgreens

22 Correlation in Engagement, Values Engagement Score Org values same as mine Understand how work relates to vision

23 The Why in day to day life. Understanding How Work Relates to Vision How Work Relates to Vision 23

24 Organizational Goals are part of the WHY Senior management communicated with staff re: goals Small hospital Average 24

25 Where Can You include the WHY In Communication with Staff (Values) From: Eric Hanna Sent: Wednesday, February 10, :36 AM To: Leadership Subject: Completion of Staff Engagement Survey Excellent News We have 100% of the leadership team confirming they have completed the staff engagement survey! Thank you all for demonstrating our value of accountability. The overall response rate continues to rise, and I am aware of the push all of you are making to ensure that our response rate high eg reflective of the views of all ARH staff. Thank you for your efforts in this very important survey tool. The journey of exemplary care continues! Eric

26 Where Can You include the WHY In Thank You Notes (Values) Components of a Thank you note Who identified the behavior Identified Specific Behaviour (sub set of the values) Why behaviour is important

27 Where Can You include the WHY In Communication with Staff (Value of Honesty) Red items on our Stoplight Report can t be completed at this time. Let me explain why. 27

28 Living Our Values at ARH No one cares how much you know, until they know how much you care So lets round on staff!! 28

29 Where Can You include the WHY In Rounding on Staff Values of Respect and Teamwork I don't feel that our manager knows who we are as people nor do I feel that they fully understand how things work. It's not a very personable relationship, very much a tick the box kind of feeling. Maybe some kind of teach the manager how to get to know your staff without having to use a form or tick a box, not sure if this can even be taught. It would be nice to know that your manager at least knows the names of your children and maybe asks about them every now and then. I'm not asking that managers be our best friends but at least feel that they know who you are and can be personable.

30 Implications of Ineffective Rounding 30

31 Implications of Effective Rounding 31

32 Why in Patient Experience WHY Vision Mission Values (Strategic Plan) WHAT Metrics and Outcomes HOW Practices and Tactics 32

33 The Why in Patient Experience Vision To be recognized for exemplary care Mission Values Strategic Plan 33

34 What does it mean exemplary care

35 Measuring the Patient Experience Post Discharge Phone Calls Story of an ARH Caller OH NO!! I make the calls because its required by Studer.

36 Why effective Patient EXPERIENCE Engagement The quality and effectiveness of patient care can also be highly dependent on the effectiveness of provider patient communication, which is a major component of patient experience surveys Source: Stephen Trzeciak, M.D., professor of medicine and head of critical care medicine at Cooper University Health Care and Cooper Medical School of Rowan University, Journal of Patient Experience 2016 Increase top box scores for Inpatients and the Emergency Department by 2% each, for a total of a 4% improvement. Achieve 88% of residents who respond definitely to the question, Would you recommend this nursing home to others? Increase Adult Day Program and the Assisted Living Services Program who respond definitely yes to Would you recommend this program to others? by 5%.

37 Creating an Exemplary Care Experience

38 Concluding Thoughts 1. Some might say starting with WHY becomes hardwired for me.. its just becomes the way I do it! 2. It s not rocket science but it is hard. 3. You cannot accelerate and maintain the results unless you start with the WHY.

39 Thank you for the inspiration!